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As we close the first year of our strategic plan work, we can look back on progress and accomplishments that serve as a springboard for the next four years.  Please join us in celebrating the advancements to date and in realizing this bold five-year plan.



GOAL 1:  Always and everywhere anchor our thinking, teaching, activity, and culture in Jesus Christ as revealed in Scripture and understood in the Christian tradition.


  • Completed a full year of intensive professional development by a nationally recognized consultant in Christian worldview training and integration of faith and learning.
  • The consultant provided personalized coaching and lesson design feedback for all teachers.
  • MCA will continue to work with the consultant for the 2018-2019 school year.


GOAL 2:  Deepen the understanding, appreciation, and ownership of MCA’s mission among parents, students, staff, and constituents.


  • Signed a three-year deal with a social media management team to better share the Maranatha experience.
  • “Breakfast with Brian” topics are directly tied to MCA’s mission to help provide families insight to the variety of ways the Academy is achieving its mission.
  • Weekly email not only contains the actual mission statement, but also highlights various ways the school is working to realize it.


GOAL 3:  Recruit, retain, and graduate a diverse student body (as defined by the school’s mission statement).


  • Demographic data indicates meaningful progress in student, parent, and staff diversity.
  • New Admission Office and Welcome Center constructed to improve the initial experience.
  • Comprehensive social media campaign launched.
  • Student, parent, and staff survey results indicate high levels of a strong, decidedly- Christian school culture.


GOAL 4:  Create an exceptional educational environment by recruiting, developing, retaining, and recognizing a high performing staff.


  • Implementation of a comprehensive metric-based evaluation system using iObservation.
  • Enhanced professional learning community model through department chair training and alignment with the mission.
  • The creation of professional learning communities for teachers, use of consultants, and expansion of professional association memberships reinforce professional growth and skill development.


  • Completed first year of cultural intelligence training for all staff by two regionally recognized consultants.
  • Cultural intelligence training for all will continue for the 2018-2019 school year.
  • End-of-year Awards of Excellence to teachers and staff.
  • Promoting MCA at the Minnesota Education Job Fair to broaden our pool of candidates.
  • Hosting student teachers from area Christian from area Christian colleges, accomplishing two purposes: Participate in the training of the next generation of teachers, and 2. Provide a two-way interview experience for teacher candidates.


GOAL 5:  Imbed within the culture, continued leadership development and succession planning.


  • Transitions and succession training in process for key leadership positions.
  • Currently developing an internal leadership development incubator for emerging leaders.


GOAL 6:  Provide a comprehensive athletic/activities, X-Tended Day, and summer program.


  • Highest student participation numbers in last fall and current winter sports to date.
  • Successful transition to an athletic cooperative with Providence Academy.
  • Retention of select sport cooperative with Osseo High School.
  • Beginning 2019, MCA aligns with seven other large preparatory schools to form a new athletic and fine arts conference for middle and high school.


GOAL 7:  Be a school of the future, versus one without a future, through continual innovation, transformative leadership, and vision.


  • Intentional creation of a culture throughout the school of innovation and alignment with the strategic plan.
  • Innovation mini-grants for teachers to support creative initiatives.


GOAL 8:  Provide continual avenues of parental involvement.


  • Through the newly formatted M.O.M.S. organization, athletics, the newly minted DADS organization, classroom activities, and other events, MCA is focused on growing parent involvement.



GOAL 1:  Create an institutional mechanism to strengthen and sustain a robust culture of innovation, creativity, and entrepreneurship.


  • Implemented an instructional department head model to provide leadership, collaboration, and alignment with the mission in Grades Prek-12.
  • Providing ongoing training, mentorship, and compensation of instructional department heads.
  • An additional teacher dedicated to STEAM education was added.
  • Working with the University of St. Thomas Engineering Department for vertical STEAM alignment Prek-12 and with post-secondary institutions
  • Built and fully-equipped a new Entrepreneurship Center of Excellence with our corporate partner Beyond Impact.
  • Launched the Entrepreneurial Program culminating in a Shark Tank in the 3M Auditorium at Carlson School of Management University of Minnesota.


GOAL 2:  Create collaborative time for students and faculty to engage in non-traditional, bold, learning opportunities within and across divisions.


  • Continued enhancement of upper school high impact events, including MEA Day, Career Day, and grade level respect retreats.
  • Created a community garden and outdoor learning space that promotes collaboration on real-world issues and provides hands-on experience in such subjects as math, science, health, and nutrition.
  • Renovation of upper school learning commons to reflect student-centered collaborative work spaces rather than a traditional library.
  • Contracted with Independent School Management to train the trainer in a new schedule model
  • Initiated an assessment and audit of the school’s current schedule and length of school day.
  • Incorporated a maker space into the Lower School Learning Commons.


GOAL3:  Review and revise our academic programming to reflect our commitment to student-centered learning.


  • Use of grant funds to build a lower school learning commons maker space, which allows students to develop, analyze, and refine their own ideas and to pursue tangible, hands-on learning experiences.
  • Refinement of the Associate of Arts Degree Program with individualized academic counseling at both the high school and college level.
  • Move towards flexible classroom furniture to better meet student needs in a variety of learning environments.
  • Internships, both on and off campus, providing students the opportunity to explore interests, college majors, and career opportunities.
  • Working with Beyond Impact (technology company) to use data to inform teaching, learning, and decision-making through the creation of administrative dashboards.


GOAL 4:  Increase opportunities for customization and individual development and learning. 


  • Increasing use of online tools in Saxon mathematics curriculum to individualize instruction.
  • Increasing use of online tools and lexile reading levels to provide a differentiated learning program for each student.
  • School-wide transition to NWEA MAP Testing, which provides for individualized results that help the school plan for improved teaching and learning, including resources that help teachers differentiate content based on learner needs.
  • Use of A to Z Reading in Primary grades for individualized reading levels, (leveled readers).
  • Collaboration with a reading specialist to assess for low readers and prepare individual learning plans.
  • The Mini-Grant initiative makes monies available for staff to do additional research, purchase new technology, create new courses, and improve curriculum annually.


GOAL 5:  Ensure community members have opportunities to expand cultural awareness and develop cultural competence.


  • Lower school teacher training on incorporating cultural competency using literature in the classroom.
  • Staff-wide cultural awareness and improved competencies through training and assessment opportunities.
  • Cultural competency expert in residence working with staff and students.
  • Upper school student leaders involved in the planning of cultural awareness events.
  • Student access to school counselors for mentorship and guidance regarding cultural issues.
  • Small group discussions in upper school Advisory meetings to address cultural issues.
  • Continuation of lower school morning meeting with emphasis on respectful learning, climate of trust, feeling significance, creating empathy, and collaboration.
  • Special speakers for both lower and upper school chapels during Black History Celebration and at other times.



GOAL 1:  Strengthen existing relationships and build new connections to create an authentic Christian community at MCA.


  • Expanded a K-12 outreach to widows and widowers through individualized Valentine’s

Day cards, (1400 cards in 2018).

  • Pursuing a variety of outreaches at each grade level to impact the world with authentic faith, such as a Kindergarten letter exchange with a school in Nepal, 1st graders writing letters to current military and police, card making for veterans at 2nd grade, and 3rd graders making a blanket for Peruvian orphans.
  • Surpassed historical levels of meals gifted and prepared through the Meals for Minneapolis Program.


GOAL 2:  Improve access and exposure to MCA messaging, events, and opportunities for participation in community life.


  • New electronic calendar provides search capability and color coding for ease of use located on one platform.
  • Integration of athletic website into MCA’s school site by spring 2018.
  • Website, viewbooks, and informational cards for all departments being updated.




GOAL 3:  Establish an accessible network of community members to strengthen relationships and share expertise.   


  • Established a monthly parenting seminar through Parent University at Breakfast with Brian.
  • Increasing number of working professionals as part-time and adjunct teachers and professors, such as photographers, small business owners, and fitness trainers.
  • Partnerships with local Fortune 500 and other companies for business mentors, speakers, and potential internships created.


GOAL 4:  Seek out opportunities with other schools, organizations, and individuals to gather and share knowledge, inspiration, and innovations. 


  • Hosted professional development at MCA, including MAP Testing workshop, foreign language conference, and Association of Christian Schools International Professional Development Forum.
  • Continued hosting of student teachers from North Central University, Bethel University, and Grand Canyon University.
  • Continuation of the administrator’s round table, which gathers administrators from several schools to discuss trends, challenges, and best practices in private Christian schools.



GOAL 1:  Identify and implement enhancement to the school’s culture and operations.


  • Plus Portals: Customized to be all inclusive with relevant and up-to-date parent resources in regards to student’s in-class experiences.
  • Created Department Heads within the different divisions at MCA (upper, middle, and lower schools as well as specialist areas).


GOAL 2:  Identify and implement improvements to the campus.


  • Remodeled music area to house the new Schroeder Music Wing.
  • T. Ticket System implemented to improve MCA faculty and staff technology needs.
  • Ongoing carpet, furniture, and technology replacement.
  • Opened a dedicated ESL classroom for international students.
  • In partnership with a local technology company, MCA opened the Beyond Impact Entrepreneurial Center of Excellence.
  • Built a new 1,200 square foot dedicated classroom for Learning Support Services which provides supplemental academic services.
  • Opened a new Admissions Office and Welcome Center housing both domestic and international admissions offices.





GOAL 3:  Design and implement a funding program.


  • Using financial software, a newly formed parent-led fundraising committee has been using data collecting and interpreting practices to ascertain the MCA community’s willingness and ability to financially support the school’s strategic initiatives.
  • Through the newly formed parent-led fundraising committee and Beyond Impact Entrepreneurship Center of Excellence, we are in the process of developing new funding mechanisms through venture capital and business incubation programs.
  • Elevated awareness through our community with regard to participation in fundraising and now through our Annual Giving Program.


GOAL 4:  Create auxiliary funding engines and vehicles to provide non-tuition monies.


  • Through parent partnerships, we have begun to design funding engines for Maranatha through leasing of facilities, other strategic business opportunities, and partnerships with Fortune 500 companies.

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